直线经理的人力资源管理职能研究述评及其启示

直线经理承担人力资源管理职能,长期以来一直是组织的人力资源管理中一个引人关注却又模糊混乱的角落。文章从影响人力资源管理的外部环境变化、人力资源管理责任向直线经理转移的优点和缺点以及人力资源专业人员与直线经理的人力资源管理责任分工等角度回顾了相关文献,总结了20世纪80年代以来该领域研究视点的演化并进行了简要的评论,最后指出了该此研究对我国企业人力资源管理实践的启示:在直线经理和人力资源专业人员之间达成人力资源管理共识和形成心理契约、加强对直线经理的人力资源管理技能培训。     

直线经理的人力资源管理认知、职责与效能:研究回顾与展望

人力资源管理要实现预期功效,很大程度上取决于人力资源管理的落地实施,而直线经理在人力资源管理实施过程中发挥着重要作用.鉴于此,国内外不少学者从直线经理角度对人力资源管理进行了研究探索,并取得了丰富成果.然而,当前研究非常零散,且不同研究之间缺乏有效对话,这不利于后续学者清晰地了解该研究领域的发展脉络与现状,也难以为组织管理者提供切实可行的管理启示.基于61项理论和实证研究,本文对该研究领域进行了系统性的回顾,发现当前研究主要聚焦在直线经理的人力资源管理认知、人力资源管理职责以及人力资源管理效能三个方面.本文具体梳理了这三方面的研究现状,并在此基础上提出了6个可供考察的研究问题.     

并购无法回避的HR难题

不同阶段，不同问题 经过调查后我们发现：中国企业的并购在不同阶段所面临的人力资源管理问题有所不同企业直线经理和人力资源经理对并购中人力资源管理问题的看法也有所不同。     

浅议企业人力资源管理各层级的作用和职责

现代企业需要高水平资源管理,人力资源管理涉及人力资源部、直线经理和企业高层三个层级,厘清企业人力资源三个管理层级的职责,充分发挥各自作用,是提高企业人力资源管理水平的有效途径。     

浅谈直线经理在绩效管理中的地位

<正>人力资源管理包括六大模块,分别是人力资源规划、人员的招聘和配置、人员的配置和开发、绩效管理、薪酬管理以及劳动关系管理。在这六大块中,绩效管理与各个模块相联系,在人力资源管理中处于核心地位,科学合理的绩效管理对企业、对员工都是至关重要的。但是在现在企业中,绩效管理还存在很多问题,实施起来面临着很多困难,造成这些困难和问题的主要原因就是在绩效管理过程中直线经理没有起到应有的作     

我国企业人力资源管理的认知度研究

随着进入21世纪,知识已成为生产力、竞争力和经济成就的关键因素.在知识社会,战略性资源则为人力资源.战略人力资源管理是企业获得可持续竞争优势的途径.本论文用实证方式对32家国内企业(国有、民营、外/合资三类)的人力资源经理和一线经理进行了问卷调查,考察在中国政治、经济、文化背景下,人力资源管理作为战略性定位的重要性及有效性,探索人力资源管理现状的不足及发展方向.中国本土企业的人力资源管理实践相对不太成熟.这一状况从根本上制约着本土企业竞争力的提高.为获得可持续竞争优势,中国本土企业应着力提高人力资源管理系统的完整性、科学性及可操作性.     

企业人力资源管理有效性研究

在已有文献的研究基础上,通过员工对企业人力资源管理情况的认知来衡量人力资源管理的有效性。本文结合中国国情,对国有企业、民营企业一线员工和人力资源员工进行调研,运用数理统计方法对调研结果进行分析,得出结论:一线员工对人力资源有效性的评价普遍低于人力资源员工,民营企业的人力资源工作比国有企业做得出色。本文结合国内情况,给出了造成这种结果的原因,并提出了相关建议。     

不一样的跨区域管理——跨区域管理：网络具有优势

人力资源管理方面的一个误区是人力资源部门有的时候成了公司的“警察”,什么事情都出面,这样往往不能起到好的效果。人力资源部门应该帮助分支机构的直线经理提升管理的才能,而不是指令直线经理怎样做     

人力资源管理技术解决方案介绍

《人力资源管理技术解决方案》作为专业化人力资源管理技术解决方案,该系统是国内人力资源管理研究与咨询领域的创始学者、著名人力资源管理专家、中国人民大学劳动人事学院付亚和教授、许玉林教授及其弟子们长期从事人力资源管理研究和咨询实践的倾力之作;是基于对我国企业人力资源管理面临的现实问题、管理需求和问题解决的技术瓶颈等关键问题的思考,为人力资源经理打造的一套集专家支持、技术集成与软件操作为一体的人力资源管理系统.     

人力资源管理的新内容:人力资源营销

人力资源营销可分为企业内部人力资源营销和企业外部人力资源营销，企业内部人力资源营销主要是指HR部门通过分析企业内部CEO，直线经理，普通员工的需求，有针对性地为他们提供HR管理产品而服务，企业外部人力资源营销主要是指部门利用外部的人力资源，如消费者，关联企业等来促使企业营销目标的实现。     

Variability in HRM implementation among line managers and its effect on performance: a 2-1-2 mediational multilevel approach

Over the last few decades, a substantial body of research has examined the relationship between human resource management (HRM) and performance. However, little attention has been given to the implementation of HRM, although an HR policy can be implemented in various ways within an organization. In addressing recent calls in the literature to examine this issue more closely, we study the role of line managers in implementing HRM and the influence of employees' perceptions of HRM. In a multilevel study of 315 employees and 41 line managers drawn from various work-units of a Dutch municipality, we tested whether HR practices, as implemented by line managers, affect employees' perceptions of HRM and whether these perceptions in turn relate to perceived unit performance. The analysis shows that implemented HR practices differed between work-units. More specifically, our study shows that these differences can be explained by a line manager's leadership style. Moreover, our findings indicate that employees' perceptions of the HR practices implemented mediate the relationship between the HR practices implemented by line managers and perceived unit performance. These findings contribute to our understanding of how HRM affects performance.     

Skills for managing human resources in a complex environment: the perceptions of human resource managers in Singapore

This paper analyses some of the difficulties that human resource (HR) managers have in responding to problems of labour turnover and labour shortages.It provides a brief overview of the complex environments in which Singaporean HR managers operate. This paper suggests that, when the roles of management and personnel are ambiguous or when there is tremendous change, line managers and executives take over some of the functions of HR managers, a practice which is seen as a problem for HR managers. However, content analysis of interviews with HR managers shows that this encroachment becomes a problem only when the HR managers lack the skills necessary to perform their duties competently. Thus, it is suggested that HR managers should adopt an HRM approach which focuses on roles and skills necessary to manage ambiguity. In this respect, a more inclusive model should involve roles such as: reconciliation, recruitment and retention, employee relations, planning and internal management.     

Human resources roles: ideal versus practiced: a cross-country comparison among organizations in Asia

Human capital and its associated principles of talent management are sound platforms on which to leverage a company's fundamental resources to attain corporate goals. Unfortunately, the importance of human resource management (HRM) within organizations is often overlooked. The fundamental problem observed by many researchers in the HRM field is the discrepancy between what are considered ideal HRM roles and what is actually practiced by HRM managers. To understand the current human resource (HR) philosophy and the specific roles practiced by HR professionals among Asian companies, a survey was conducted with 377 HR managers in four Asian countries – India, Indonesia, Malaysia, and the Philippines. Our research has shown and, hence, reiterated the sense that there are considerable differences between the current HR functions as practiced and the ideal HR functions, as indicated by the survey respondents. In addition, the survey results have identified significant differences among countries, especially in areas such as strategic practices and the roles of HR managers. Differences between practice and ideal in HR administration are also observed at different levels of management. It was also observed that differences among countries exist depending on the type of organization, the size of the organization, and whether the HR managers work for HR departments or for other functional departments.     

Ready for the mantle? Australian human resource managers as stewards of ethics

In recent years in Australia, interest in business ethics has increased among managers, management educators and the public who observe the behaviour of organizations. This has been reflected in the literature of management education by an increased attention to the ethical implications of management practice. In parallel, human resources management in Australia has continued to evolve as a field, and to press its claims as a profession. This is reflected by ongoing debate in the literature about the HRM role. Advocates of an expanded role for HRM claim that HRM initiatives and practices have a strategic impact on organizations, and should accordingly be recognized at senior management levels. However, these claims for an expanded role for HRM have not been accompanied by an increased discussion of the ethical implications of the HRM role. The need for such discussion is highlighted by a survey of HR managers in Australia, which found a high level of disagreement among HR managers on a wide range of ethical issues. Even where questions related to perceptions of fact rather than the expression of attitudes, a high level of disagreement was revealed. If this is the case, it should not be taken for granted that there is a ready consensus among HR managers when it comes to translating ethical principles into organizational practice. The importance of this conclusion is indicated by another finding of the study: where organizations have undertaken initiatives on ethics, there is a high degree of involvement by HR staff.     

Exploring the reality of educated middle managers' capability and involvement in human resource management in China

Since the recent global financial crisis, human resource management (HRM) policies may be seen more than ever as one of the cornerstones for building an appropriate organizational culture to better promote effort and cooperation between human resource (HR) managers and other middle line-managers. This article is designed to explore the reality of educated middle managers' capability and involvement in HRM in China, given that the concepts of HR roles in general and middle managers in particular are relatively new there. By analysing the results from more than 300 middle managers who had been educated at MBA programmes in different parts of China, our findings, we argue, have important implications for both the HRM literature and management practice in emerging economies.     

HRM implementation by line managers: explaining the discrepancy in HR-line perceptions of HR devolution

Previous studies already established the idea of a partnership in which HR professionals and line managers share an organisation’s HRM responsibility. Yet, this relationship is often plagued by conflicts and other obstacles. As such, a perceptual discrepancy is likely to exist between both parties on the degree of HR devolution, which may eventually lead to bad performance. Using survey data, we empirically analyse which factors may explain a perceptual discrepancy between HR professionals and line managers on the latter group’s role in HRM. Results show that the HR-line discrepancy on the degree of HR devolution is rooted in differences in perception on several other factors, including organisational support, (personnel) red tape, the line’s individual capacity and age. Overall, though, it is a matter of understanding both HR’s expectations and the line’s experiences in all aspects of their partnership.     

Using theory on authentic leadership to build a strong human resource management system

Prior work has questioned whether human resource management (HRM) lives up to the organizational benefits it espouses. The intentions underlying human resource (HR) practices often differ from how they are implemented by line managers or how they are ultimately perceived by followers, thus undermining the strength of the HR system in influencing organizational outcomes and with them the overall reputation of HRM. We argue that line managers, specifically those who display authentic leadership behaviors, can strengthen an HR system (i.e., aligning intended, actual, and perceived HR policies and practices) by implementing HR practices in a way that they are perceived as distinct, consistent, and reflecting consensus. Authentic leadership theory departs from more traditional, top-down fit perspectives in strategic HRM to consider the dynamic way in which individuals within an organizational context co-create felt and perceived authenticity in interaction with others. In other words, by providing a more dynamic approach to creating alignment in HRM, authentic leadership helps HRM attain more authenticity and credibility in the organization.     

A study of HRM and recruitment and selection policies and practices in Taiwan

In this paper, the authors present and discuss the findings of a survey of human resource management (HRM) and recruitment and selection policies and practices in a sample of manufacturing industry in Taiwan. The results indicate that there is a general desire among HR professionals in participant companies that HRM policies are integrated with corporate strategy and that HRM should be involved in decision making at board level. Evidence was also obtained that some HRM decisions are shared between line management and HR specialists and that line managers had a particularly influential role in decisions regarding recruitment and selection, training and development, and workforce expansion/reduction. There was also some evidence supporting an assertion that certain recruitment and selection practices were culturally sensitive and this was supported by evidence of association between recruitment and selection practices and country of ownership.     

An exploration of the HRM values of Chinese managers working in Western multinational enterprises in China: implications for HR practice

This paper qualitatively explores the nature of human resource management (HRM) values of local Chinese managers working in Western-based multinational enterprises in China and also considers how these values are associated with preferences for HR practices. The study involves the use of repertory grid interviews with 36 local Chinese managers. The study shows that interviewees reflected a high level of assimilation and internalization of many Western HRM values. Interviewees also retained many traditional Chinese values, thus highlighting the role of institutional and cultural forces on HRM. However, among these local managers, there was clear decline in some traditional Chinese values, such as ‘harmony’ and ‘virtue’. A further interesting finding was the co-existence of paradoxical values of collectivism and individualism among the managers. Analyses of repertory grid data and interview comments also highlight that preferences for HR practices is associated with these underlying HRM values.